7 SNAP CONTACT/CALL CENTER ROLES AND SERVICES SNAP Call Centers In an economy with a growing demand for services and heightened expectations for expedient and quality service delivery, States continue to look for administrative improvements to improve service delivery to their citizens. One of the most common forms of interaction with Supplemental Nutrition Assistance Program (SNAP) clients is the telephone. In many States, these calls come directly to case workers who interrupt their work to serve clients. State officials are asking: Would a call center alleviate some of the pressures on local offices in my State? What do I need to have in place to provide good customer services in a call center? While some local offices designate a worker or two to handle incoming calls (a mini-call center) for their office, this may be less efficient than a true call center. In other States, the calls are made to common phone numbers, and the call is taken by dedicated call center workers who have the ability to answer the vast majority of calls as they have access to the case records electronically. Approximately two-thirds of the States already have a call center operation that supports SNAP operations, and it is expected that States will continue to establish new call centers, expand existing call center operations, and/or replace older technologies. Call centers can provide support to the certification process in local offices by reducing the time local certification offices spend answering phone calls concerning: General SNAP information; Application and benefit status information; Application and recertification interviews; Customer complaints; and Processing changes. In some States, call centers go beyond these functions to directly certify and re-certify households, thereby supplanting the local office for a portion of the application processing workload. While it is the focus of this report, it is not possible to discuss call centers in isolation. They are frequently an important component of States' more general efforts to modernize the administration of their human service programs, including SNAP. States that have enjoyed the most success identified their business needs before determining the functions and services to be provided in their call centers. For example, in many States, the call center is not the only access channel in the service delivery model. States have taken a "hybrid" approach in which SNAP beneficiaries and applicants can access services through the call center, as well as through local offices or via the Web site. These call center services support and complement a State's overall service delivery model and goals. For more information on how to determine what services a call center should perform, refer to the Business Processes and Scope chapter. SNAP Contact/Call Center Roles and Services - 7 -

8 Document imaging is generally a prerequisite, and telephonic signatures would facilitate application processing in call centers. Placing this functionality in call centers can provide a State with significantly increased flexibility in managing fluctuations in workload. While States' experiences over the last decade indicate that call centers can help improve the efficiency of their SNAP (and other program) operations, a number of factors need to be considered before deciding to implement a call center. SNAP Call Center Technical Advisory Group The SNAP Call Center Technical Advisory Group is a joint effort by the Food and Nutrition Service (FNS) and States with extensive experience operating call centers. The group's primary goals are to: Facilitate sharing of information about designing and operating call centers for SNAP and other State-administered income support programs. Provide a framework for States to use in determining their need for call centers. Identify the critical factors surrounding the choices States make in determining the functions call centers perform in relation to local offices. SNAP Call Center Manual Overview This manual is offered as a guideline for States to use in planning the implementation of a call center. This manual refers to both call centers and contact centers, which are distinctly different: Call Centers: Call centers use phones as the primary means for how clients interface with their case workers. Contact Centers: Contact center utilize multiple avenues for clients to interface with their case worker, including one or more of the following: phones, s, instant messaging, chat, and text. This manual identifies the key factors State officials need to consider before implementing or modifying a call center. While this manual will not make decisions for State officials, it is intended to provide enough background to help inform decision makers as they make choices. Some of the most important considerations to factor into decisions regarding call center implementation include: Coordination of call center functions and responsibilities with local office operations; Level of investment in technology and staffing; and Impacts on customer service. The primary focus of this manual is on call centers because States have established call centers and have less experience with contact centers. However, the manual does describe some of the services, channels, and related considerations for States moving towards a contact center. There are several SNAP policies which need to be considered for waiver when moving to a call center environment, including: SNAP Contact/Call Center Roles and Services - 8 -

9 Face-to-Face Interview: If the call center will conduct interviews over the phone, States must request a waiver from SNAP in order to move forward with this over the phone service. Scheduled Interview: If the call center is going to conduct over-the-phone interviews, States should consider the impact of SNAP rules requiring a scheduled interview and request a waiver. Throughout the manual different terms are used to refer to the staff answering phones in call centers (or responding to messages in contact centers.) These terms include "agent," "worker," "eligibility worker," "Subject Matter Expert (SME)," "Customer Service Representative (CSR)," and "Customer Care Representative (CCR)." All are used in different states based on the differing configurations and functions of their call centers. While all staff members need training in the SNAP and other programs handled by the call center, eligibility workers are the only staff authorized to make decisions to certify, recertify, or deny a household's eligibility. While eligibility workers may answer incoming calls, it is more common to have agents/workers/csrs (i.e., administrative staff) answer calls, handle basic questions, and refer other issues to eligibility workers or SMEs. All of these staff members are merit staff working for the State unless FNS approves use of non-merit staff for certain tasks (see the Staffing and FNS Merit Pay Policy section of this chapter). The manual also uses the terms: "client," "recipient," and "household" interchangeably for people participating in the SNAP and/or other programs. The term "applicant" is also used, but the reference is specific to households that are still within the application process. "Customer" includes all of the above and anyone calling a center. Decisions The decision to implement a SNAP (Medicaid, Temporary Assistance for Needy Families (TANF), etc.) call center or expand a current center's functionality are generally based upon two overriding considerations: Improving Efficiency and Improving Customer Service. Within these two "decision drivers" are a variety of factors and considerations that must be analyzed in detail to determine if a call center would improve a State's SNAP operation. Intertwined with and dependent upon this determination are the questions of the call center's functionality and its physical and telecommunication configurations. Questions to be considered include: What are the objectives and duties of the call center in context of the local offices' business process models? How will communication and coordination be established and maintained? Should the call center operation be centralized or decentralized? Should a decentralized operation be linked so that calls are seamlessly distributed between call centers (virtual)? What are the costs to start up and operate a call center? What are the service and cost implications of each alternative? What technology should be used? Can it be hosted, or should States own and maintain the technology? What are the benefits of each solution? How will clients be informed and educated on the functions and uses of the call centers? SNAP Contact/Call Center Roles and Services - 9 -

10 Answering these types of questions will help move the decision process toward more concrete goals, as well as start the analysis of the various alternatives to get there. This analysis helps give management a picture of the benefits and risks of different alternatives. Identifying the gaps for each alternative between where the organization is and where it wants to be helps determine the relative costs, both for one-time expenses and for ongoing maintenance. Gap analysis provides a foundation for measuring the investment of time, money, and human resources required to achieve a particular outcome. When performing alternatives analysis, it is important to identify and standardize cost and benefit factors for comparison between alternatives. The alternatives analysis should provide decision makers with all the pertinent information they need to take appropriate action. Some examples of the types of call center decisions that can be facilitated by alternatives analysis include functionality requirements and whether to add employees, introduce a new technology, purchase equipment, change vendors, implement new procedures, or relocate facilities. This type of analysis can identify the "hard dollar" savings (actual, quantitative savings), "soft dollar" savings (less tangible qualitative savings, as in reduced processing time), and risks. For example, an inexpensive alternative to a "hard dollar" cost perspective may also require a significant investment in the time and effort required to deploy needed change management and, ultimately, get staff buy-in. It is important to not minimize the risks when making any significant change in business processes, and for SNAP, it is critical to be mindful of the potential impact of any new process on errors and application processing timeliness. Functionality/Services A critical decision is whether the call center is intended to support the local offices or to become the primary channel for all SNAP services. Current service delivery scenarios across States include a wide range of options. Beyond inquiry, the following services are included in State call centers: Accept and resolve complaints; Send alerts of reported changes to local offices; Accept reported changes; Process reported changes; Return calls made to local offices; Enter application data from applicant; Schedule interviews with local offices; Provide status of applications; Send requests for verification and/or verify with collateral contacts; Screen for eligibility; Process initial applications; Conduct interviews for initial certification and renewals; and Determine eligibility. SNAP Contact/Call Center Roles and Services

11 Exhibit 1 provides examples of State experiences surrounding the roles, benefits, technology needs and key considerations applied in several different call center service options. Exhibit 1: State Experiences with Call Center Services. Call Center Services Category State Experiences Technology Needed 1. Data Entry Cost: $ 2. Inquiries and Status Cost: $ Intended role of the call center: The intended goal for this level of service is to support the local office staff by performing general data entry tasks such as appointment scheduling, complaints processing and data enter reported changes and to set tasks/alerts for eligibility staff to act on. Benefits: This option provides enough functionality to ease the burden on eligibility staff while providing a convenient channel for clients to access a wider range of services. Items to Consider: This level of service does not require eligibility staff to implement. Data entry can be done by clerical staff or office technicians. The technology must support the technician's ability to quickly access and input client information. Additionally, it should support the timely routing of tasks and information from the call center to the local offices. Any system delays or difficulties could affect handle times and caller satisfaction. Pro: Enabling office technicians to perform clerical type functions frees up the eligibility staff time to work on determinations Con: Eligibility staff have no control over their schedules Keys to continued success: Develop standards for quality assurance and consistency. Intended role of the call center: The goal of an inquiry and status call center is to alleviate workload from staff by handling general inquiries and requests. Items to consider: This level of service does not require eligibility staff to implement. Data entry can be done by clerical staff or office technicians. The technology must support the technician's ability to quickly access and input client information. Benefits and risks: Pro: Alleviates workload from eligibility staff by answering client's general questions and inquiries. Con: In many instances, inquiries can escalate to action being required on a case. In this model, a hand off would be required to an eligibility worker if actions were necessary on the case. Con: Client questions could require more knowledge than the technicians skill set allows them to answer. Keys to continued success: To protect the initial investment, States could remain flexible and adapt to changing demands by understanding reason for call and client-preferred channels (e.g. Web, mail or local office). Appointment Scheduling System Database to track complaints and resolution Current Eligibility system(s) Phone System Note: If the state is operating in a decentralized model, the data entry technicians will need access / training in all eligibility systems being used in order to get tasks/alerts to eligibility staff timely. Centralized Imaging Single eligibility system Phone System SNAP Contact/Call Center Roles and Services

12 Call Center Services Category State Experiences Technology Needed 3. Change Reporting Cost: $$$ 4. Eligibility Determinations Cost: $$$$ Intended role of the call center: Under this category of service, call center agents are empowered to make decisions and take necessary action on case. Under this category of service, the call center is an equally viable access channel for SNAP services as opposed to the local offices. Items to consider: Given this model will have the most impact on technology, staffing and policy, states should conduct an in-depth feasibility study during the planning phase to consider the following: Access to the State's eligibility system and document management and imaging applications; Appropriate skill sets for contact center workers; This level of service requires eligibility staff to implement. Need to determine the parameters for the types of calls and service area for the call center (i.e. will they take calls for an entire state, certain geographic area, certain programs, all programs, are there certain populations that should be excluded from the call center). In order to provide consistent service to clients, states should have one policy and procedures manual for call center staff to utilize. Analysis of all offices where call center agents are located must be completed in order to ensure adequate lines are available for agents and volume. Benefits and risks: Pro: Allows for continuity of services and reduces hand-offs. Pro: Workers are given protected (uninterrupted) time to process cases. Con: Worker spends a high portion of their time answering phone calls and processing reported changes. Con: Process is split between application and ongoing open case. Keys to continued success: Discuss plans to move to a call center environment with key Federal agencies, community partners, and advocates to gain their support. Intended role of the call center: Under this category of services call center agents are empowered to act on changes, complete interviews and make case determinations. Under this category of service, the call center is an equally viable access channel for SNAP services as opposed to the local offices. Benefits and Risks: Pro: Through business process management, states have the ability to reach an extended population of clients and may also gain efficiencies is service delivery. Pro: The call center has flexibility to respond to growing caseloads or policy changes. Pro: Allows for workload portability, for example, staff in rural areas can be given equal workloads with staff in urban areas of the state. Thus maintaining rural jobs. Pro: Single access point for clients to call for interviewing, case status, and change reporting. Con: Staff spends a high percentage of their work week answering Centralized Imaging Single eligibility system One policy and procedures manual for all service areas Phone system with IVR capabilities Phone system with call routing capabilities Phone Lines Centralized Imaging Single eligibility system One policy and procedures manual for all service areas Phone system with IVR capabilities Phone system with call routing capabilities Phone Lines SNAP Contact/Call Center Roles and Services

13 Call Center Services Category State Experiences Technology Needed 5. Contact Center Cost: $$$$ calls. Con: If the call center is not adequately staffed, clients will endure long wait times Items to consider: Given this model will have the most impact on technology, staffing and policy, states should conduct an in-depth feasibility study during the planning phase to consider the following: Access to the State's eligibility system and document management and imaging applications; The strong program skill sets needed for call center workers; FNS approval to waive the requirement for in-person interviews FNS approval to waive the requirement for a scheduled interview Telephonic signatures Duration of time spent on a single call must be considered for adding interviews to a call center. Analysis of all offices where call center agents are located must be completed in order to ensure adequate lines are available considering the number of agents, volume, and duration of calls. Consider implementing model to include telecommuting to reduce brick and mortar costs. Consider revising management structure to provide consistent expectations. Determine training strategies for implementation and ongoing needs. Keys to continued success: Given the shift in service delivery under this model, states should include an extensive stakeholder campaign during the planning phase to include Federal, State, and local representatives and assess the needs of the client population. Intended role of the contact center: The intent of the contact center is to give clients 24/7 access to their case information. Under this category, the center will increase access points for clients to view access and submit changes. The Web is an equally viable access channel for SNAP services as opposed to local offices or the call center. Benefits and Risks: Pro: Clients can access case information 24/7 Pro: Clients can report changes 24/7 Pro: Reduce call volume to call center Pro: Less hand-offs Con: Clients can send questions and report changes 24/7, Monday workload must be well managed Items to consider: Given this model will have the most impact on technology, staffing and policy, states should conduct an in-depth feasibility study during the planning phase to consider the following: FNS approval to waive the requirement for paper notices FNS approval to waive requirements for over the phone interview Secure Web site Multi Media Platform Centralized Imaging Single eligibility system One policy and procedures manual for all service areas Phone system with IVR capabilities Phone system with call routing capabilities Phone Lines SNAP Contact/Call Center Roles and Services

14 Call Center Services Category State Experiences Technology Needed With the introduction of the multimedia platform and Web site capabilities, states will need to consider the following for time management purposes: Staff time to act on client s and act on reported changes Staff time to act on changes reported online and act on reported changes Consider what the Web site can offer to clients to reduce the need to talk / chat with a live worker. Determine training strategies for implementation and ongoing needs as staff in this model need a high skill set. Contact centers do not need to be the last phase of state evolution to virtual services; they can be implemented at any phase. Keys to continued success: Given the shift in service delivery under this model, states should include an extensive stakeholder campaign during the planning phase to include Federal, State, and local representatives and assess the needs of the client population. Exhibit 1: State Experiences with Call Center Services. The chapters that follow describe the significance of performing business process analysis prior to designing a call center or contact center. It is critical that States fully understand the various processes and touch points between a client and the State systems and processes. In general, however, there are certain aspects that need to be in place to enable an efficient call center or contact center. SNAP Contact/Call Center Roles and Services

15 Exhibit 2: Multi-Channel Contact Center. For all services listed in Exhibit 3 (with the exception of general program inquiries), workers will be required to perform an identification verification prior to releasing information. This is usually performed by asking for two to three separate pieces of information to confirm identification (i.e. case number, social security number, name, address). SNAP Contact/Call Center Roles and Services

16 Service Information Needed Enabling Business Process/Technology General Program Information Application Status Inquiry or interaction through Interactive Voice Response (IVR) Benefit Status Call workers will need complete knowledge of programs. In order to ensure consistent responses, work instructions and call scripts are recommended. The more consistent processes are for workers, the greater likelihood of managing timeliness, productivity and quality. To centralize the ability to respond to status questions, workers need access to the actual application s status. This may be enabled through a summary screen where workers enter in a client s case number or Social Security Number, and the system will generate either a summary screen or the actual case itself (in electronic format). The system is set up to allow a client to select different options to retrieve different information including: general information (recorded), appointment scheduling (which routes a person to an agent or has an automated scheduler featured), application status and/or benefit status, etc. As noted above, workers retrieve information through an electronic summary screen or through access to the case file. Apply by Phone Workers accept applications by entering data into an online application on behalf of the calling client. This requires the client to provide authorization. Make a change Schedule an Interview Apply by Internet Apply by Fax Workers accept information by phone and enter into the system the new information. Workers require access to the system or must send the change information to local office workers. As discussed in the inquiry by IVR. Note that an interview could be scheduled over the phone. The agent would have to have access to the calendars and time slots available with the workers performing the interviews. An appointment letter confirming the date and time selected would be required. This could be automated or waived. As discussed above. Establish a Web-based application form available on a State portal. Enable the client to send it via Web for processing. As above; however, allow clients to fax in applicatoins. Knowledge management software is commonly used to help workers search a system for the right question/answer to speed up the delivery of responses. An intranet or Internet site accessible by call workers is needed. As described in the Technology chapter, telephony infrastructure and desktop computers with appropriate software is needed. This normally means that documents are imaged and cases are Web-based so that they can be accessed by a remote center. This requires a repository for the cases and images. Note that to speed up the response time, it is advantageous to produce an application that retrieves key information from case files and presents it in a summary form. This enables workers to answer a variety of questions without paging through the actual application. It also means that call center agents can be less trained than workers and still provide accurate responses. Normally Web services are set up to pull the answers from files and provide the answers electronically through the IVR system. Note that this system also requires the implementation of an automated identification verification step to ensure against Health Insurance Portability and Accountability Act (HIPAA) violations. See Applicatoin Status. Workers need access to the Web-based system and then release it as if they were the client applying directly. This either requires access and permissions for call agents to enter information into case files, or requires an ability for agents to send tasks or s to the specific queues or local office case workers to enter the change. The system needs to allow the agent to see calendars for appointments. To mail letters, the system needs to allow the agent to complete certain information so the letter can be mailed and scanned in for future reference. For best service, the system would enable the data to be automatically entered into the eligilbity system off the Webbased application. Alternatively an image version of the application is sent to a centralized queue and workers pull the image and re-enter the data into the eligibility system. As above. Exhibit 3: Contact Center Services and Business Process/Technology Requirements. SNAP Contact/Call Center Roles and Services

17 Staffing and FNS Merit Pay Policy There are some key elements that make SNAP call centers unique. Callers who are seeking information about benefits have needs that represent wide ranges in call "talk-time" with workers. The callers' issues are typically complex and critical to their daily lives, and they expect the call center agent to know about their case and not require a lot of research while they are on the call. Many low income callers use cell phones with a limited number of "free" minutes. Depending upon the functions of the call center, agents may need deep knowledge about SNAP to provide assistance to callers. The level of expertise necessary for call center staff is directly related to the functions they will perform. Clearly, fully trained eligibility workers would be needed to conduct interviews and make eligibility determinations. However, it is important that any worker answering the phone have basic SNAP policy training to provide accurate information to callers, even when more difficult calls must be transferred to staff with greater expertise. Finding staff with call center experience may be desirable, but policy knowledge is critical. While the number of expected calls can and must be estimated to determine the number of lines and number of workers needed, contingency plans should be in place if the number of calls exceeds these estimates or spike during certain times of the month. Ideally, the system allows trained workers from other offices to be added to the phone queue as necessary. States may consider using vendors to design and manage certain aspects of their call centers. The use of vendors may range from consulting on how to set up and staff call centers to contracting for technology. Some States have used vendor staff for the call center telephony infrastructure, as well as the staffing and operation of the center itself. There are pros and cons to outsourcing or vendor-staffed call centers, and Federal rules may prohibit the outsourcing of some functions. States considering using vendors in call center operations should consult with the appropriate Federal agencies and study experiences in other States that employ this model. There may be lessons learned and advice available from these States, which could help provide insight on the decision making process. Section 11(e)(6) of the Food and Nutrition Act (the Act) restricts the SNAP certification interviews and final decision on eligibility determination to State merit system personnel. Over the past few years, several States have used private contract staff to perform functions traditionally performed by merit system personnel such as providing application assistance, verifying information and answering case-specific questions. The outsourcing of these functions resulted in a more complex and difficult enrollment process, added complexity to the application process and confusion over the division of responsibilities between public and private employees. Based on the results of these projects, FNS further restricted tasks that involved any client contact to merit system personnel in our January 20, 2010 guidance Federal Support for Enrollment and Application Processing Costs. States are required to seek approval from FNS to use non-merit system personnel in a limited capacity in order to ensure continued Federal Financial Participation (FFP) support. SNAP Contact/Call Center Roles and Services

18 Current statutes and Federal regulations restrict SNAP certification interviews and final decision on eligibility determination to State-merit system personnel. Recent Federal guidance further restricts tasks that involve any client contact to merit system personnel. States may seek approval from FNS to use vendor/private staff to interact with clients in a limited capacity (see Exhibit 4). States who fail to receive FNS approval to use non-merit system personnel to interact with clients may risk losing Federal funding to support State SNAP operations. Merit System Personnel Only The following functions are reserved for Statemerit system personnel only Interviews Determining Eligibility Screening for Eligibility Handling Client Appeals Regarding Case Eligibility/Benefits Handling Client Complaints Regarding Case Eligibility/Benefits Providing Application Status Providing Application Assistance Providing Case Status Pursuing Missing Information Answer Client Questions About Missing Information Recording Client Information or Accepting Reported Changes (that require client contact) SNAP intake and certification functions Vendor/Private Staff with Approval The following functions are reserved for merit system personnel but may be performed by vendor/private staff with prior FNS approval. Approval is on a case-by-case basis. Handling Complaints (Non-case specific) o "Wait time is too long" o "I want a new case worker" Taking Requests to replace Forms or Letters Providing General Information such as o Office Location o Contact Details o How to Receive an Application Providing General Program Information Provider Locations and Referrals Responding to Requests for Blank Applications Scheduling and Rescheduling of Appointments Vendor/Private Staff The following functions can be performed by non-merit system personnel and do not require FNS approval Data Entry (that does not require client contact) Document Scanning Data Matching (that does not include follow-up with clients) Ancillary Support (i.e. building security, maintenance, technology support) Exhibit 4: Seeking FNS Approval to use Vendor/Private Staff to Interact with Clients. On a case-by-case basis, FNS may approve a State's request to use vendor/private staff to interact with clients in a call or contact center. To seek FNS approval, States must submit a formal request in writing to their FNS Regional Office. The State's request should include answers to the following questions*: Identify and describe, in detail, the specific function(s) vendor/private staff will perform. Provide the rationale/justification for hiring vendor/private staff instead of merit system. How many vendor/private staff will be working on the SNAP? SNAP Contact/Call Center Roles and Services

19 Will the use of vendor/private staff result in a reduction in the number of merit staff working on the SNAP? Through what organizational structure will the vendor/private staff be employed (i.e. State, temporary staffing agency, contractor, etc.)? How long does the State expect to use the vendor/private staff? What level of expertise and/or training will the vendor/private staff have? Describe State oversight and supervision the vendor/private staff will receive. If performance of the vendor/private staff is less than satisfactory, what action(s) can the State take? What risks to customer service or SNAP program performance does the proposed use of vendor/private staffs create? How will the vendor/private staff be funded? As each State's purpose for using vendor/private staff varies, additional information will likely be requested by the Regional Office after the initial formal request is submitted by the State. *Note: Questions provided are subject to change. Centralization vs. Decentralization The question of centralization versus decentralization requires the consideration of several key factors related to cost, performance, and future needs to sustain States through case volume growth, changes to policy, and unpredictable events such as natural disasters. The benefits achieved from a consolidated model (centralized or "virtual") may include: Workload is more efficiently balanced across a centralized workforce, thus requiring fewer workers per work unit and allowing States to achieve cost efficiencies. Standards for consistent answer times, inquiry management, and quality can be more easily monitored and maintained. Staff resources can be more easily adjusted based upon call volumes and growth in demand. States that may not be prepared to create large centralized facilities to house call center staff may instead establish "virtual" call centers. In this model, there may be dedicated call center workers, but they are located in two or more centers, and the lines are consolidated to enable seamless call routing and operational efficiencies. In a virtual model, with the proper tools and management controls in place, call center staff can work from any location, including their homes. The location of call centers is invisible to the callers. The criteria for comparing centralization vs. decentralization are as follows: Staff Efficiency The number and skill level of staff required to complete the workload within the current service levels of the program. Operational Control The ability of management to understand future demand, direct the organization's resources to satisfy this demand, understand what and how work is being completed, and affect changes in processing as part of continuous improvement or in response to outside forces such as policy changes or disasters. SNAP Contact/Call Center Roles and Services

20 Service Level The levels of service documented in contractual Key Performance Requirements, as well as presented in others operational performance measures, reflect client access, process integrity or efficiency. Leverage of Existing Assets A description of how the operation uses existing capabilities, like telecommunications infrastructure and facilities, versus needing to reconfigure, build or buy new capabilities to execute the business process. Disaster Preparedness The capability of the operation to address significant outages due to failures in critical components such as office facilities, workers' communities, networks, power systems and more. Security The ability to meet security requirements associated with staff in various locations, including their homes, handling or accessing confidential information. Much study in the field of operations research has been applied to the efficient allocation of call center agent resources across numerous call center locations. Essentially, what has been quantitatively proven is that staffing multiple locations with a lower number of resources per location decreases workforce productivity in terms of the number of calls that can be handled per worker. The following tables shows how distributing workers to multiple local offices to take phone calls results in a staffing model that is less efficient than a centralized or a virtual model. Number of Call Centers Hourly Arrival Rate Per Call Center Workload Hours (Call Volume AHT) Number of FTEs per Call Center Agent Head Count per Call Center Total Agent Head Count Staff Workload Ratio (or virtual) Exhibit 5: Call Center Agent Resources Workload Distribution. When deciding whether to implement a centralized or decentralized call center model, there are a number of operational areas for consideration, including: Management Controls Management controls can properly ensure that consistent standards and processes are employed by staff and enforced by State management. While it is possible to achieve these controls in both centralized and decentralized call centers, it can be more challenging in a decentralized environment. Disaster Response A "virtual" model with several locations that have the ability to handle cases in any area of the State is the likely the model best able to respond to a disaster that shuts one or more facilities down, or results in a sudden increase in the need for interviews. Facilities - In a distributed model, each facility would require sufficient space, work areas, telephony connectivity, telephony equipment, and any other environmental requirements. Application of the same standards for security and privacy should be consistent at all SNAP Contact/Call Center Roles and Services

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